One size fits all ERP against integrated specific tools.
I think the view that is expressed in this article is interesting, but then I would do because in practice I reached a similar conclusion.
For my MBA dissertation it was my intention to do a case study on the implementation of ERP within my organisation. This plan was somewhat compromised as in the process of that implementation, and after a change in emphasis within the various business units that compromise our organisation, a decision was made to use specific dedicated tools that communicated across the functions, rather than integrated them into a whole.
From an implementation point of view, particularly from an IT perspective, it is 'easier' to deploy one comprehensive system. However the ability to find one system that is a good fit for all practices and operations within a diverse organisation is challenging. It often means compromise, customisation and alteration of existing processes. This can undermine the advantages of an integrated system making it cumbersome, inflexible, and hard to maintain. It is also likely that overall cost of purchase and deployment will be high.
Choosing small dedicated tools for specific processes means that a better fit for individual work processes can be found. This allows more 'out of the box' solutions, making maintenance and upgrades easier, as well as no one failure rendering all business functions inoperable. It also allows more readily for change within autonomous business units or processes. The additional effort required is in getting the diverse tools passing necessary information required across processes.
From an IT perspective it requires a more complex infrastructure, nevertheless I think it can benefit the performance of the business.
It might not have been the intended focus of my dissertation, but you may be relieved to know (as was I) that this conclusion at least allowed me to satisfactorily pass my degree.
Clearly it isn't the correct approach for everyone, but it certainly should be considered. The managers in our business units are happier, and have bought into the process more - quite simply because the business software they use is of their choice rather than an imposition from elsewhere. Unfortunately it's more onerous for me, but you don't run a business to please the IT function any more than you should rely on accountants for innovation.